HRM practice and employee attitudes: different measures – different results

By Fiona Edgar, A. Geare. 2005

455 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/0a2d97a2ba30190050baed5bb732ffe5d9d7cdc1

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Turnover prediction using attitudes towards benefits, pay, and pay satisfaction among employees and entrepreneurs in Estonia, Latvia, and Lithuania (2011, background): “, 2005; Jaques, 1961), organizational justice (McDowall and Fletcher, 2004), fairness (Edgar and Geare, 2005), pay-for-performance perceptions (Chang and Hahn, 2006), pay system changes (Morrell et al.”
Talent management, talent mindset competency and job performance: the mediating role of job satisfaction (2015, background): “Several studies have linked HR practices with individual work performance (Kuvaas, 2008; Edgard and Geare, 2005).”
Do you get what you pay for? Sales incentives and implications for motivation and changes in turnover intention and work effort (2016, background): “First, several studies have demonstrated that there are small on no relationships between how HR managers and employees perceive HR practices (Edgar and Geare 2005; Khilji and Wang 2006).”
Work satisfaction, organizational commitment and withdrawal behaviours. (2007, background): “For example, the concept of ‘‘soft’’ HRM suggests that the use of appropriate HRM practices generates favourable employee attitudes, which then result in improved performance (Edgar and Geare, 2005).”
Employee development and turnover intention: theory validation (2013, background): “Similarly, a number of studies have found that HRD practices affect the behavior and attitudes of employees (Edgar and Geare, 2005; Guest et al., 2003; Muse and Stamper, 2007; Pugh and Dietz, 2008).”
The influence of age on the associations between HR practices and both affective commitment and job satisfaction: A meta‐analysis (2010, unknown): “This resulted in additional information related to six studies (Edgar & Geare, 2005; Gould-Williams, 2004 (same sample); Harley, Allen, & Sargent, 2007; Probst, 2003; Smeenk, Eisinga, Teelken, & Doorewaard, 2006; Sun & Pan, 2008), and one additional published study (DeCotiis & Summers, 1987).”
How Do Developmental and Accommodative HRM Enhance Employee Engagement and Commitment? The Role of Psychological Contract and SOC Strategies (2013, methodology): “A prominent model that has been used in HRM (Allen et al., 2003; Edgar and Geare, 2005) is the AMO model (Appelbaum et al.”
Does perceived support in employee development affect personnel turnover? (2011, background): “The indirect effect of PSED on turnover intentions via job satisfaction A number of studies have indicated that employee development positively affects the level of job satisfaction (Edgar and Geare, 2005; Georgellis and Lange, 2007).”
Human resource practices and organizational commitment: The mediating role of job satisfaction in emerging economy (2019, background): “…level and their results were depicted as revenue, turnover and profitability (Guchait & Cho, 2010; Huselid, 1995), while few researches have concentrated on the impact of HR practices on single employee’s state of mind such as OC (Edgar & Geare, 2005; Guchait & Cho, 2010; Hemdi & Nasurdin, 2006).”